Strategic Responses to Global Climate Change: Conflicting Pressures on Multinationals in the Oil Industry

2002/11/01 by David Levy, Ans Kolk · 6 citations
Energy · Economics, Econometrics and Finance · Environmental Science · #Global Energy and Sustainability Research #Climate Change Policy and Economics #Sustainability and Climate Change Governance

paper · pdf · doi:10.1080/1369525021000158391

openalex publication_date 2002/11/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/02

Abstract

MNCs are increasingly facing global environmental issues demanding coordinated market and non-market strategic responses. The home country institutional context and individual company histories can create divergent pressures on strategy for MNCs based in different countries; however, the location of MNCs in global industries and their participation in ‘global issues arenas’ create issue-level fields within which strategic convergence might also be expected. This paper analyzes the responses of oil MNCs to climate change and finds that local context influenced initial corporate reactions, but that convergent pressures predominate as the issue matures.

Citations

• THE PRODUCT CYCLE HYPOTHESIS IN A NEW INTERNATIONAL ENVIRONMENT
• Integrated Strategy: Market and Nonmarket Components
• A resource‐based view of the firm

Cited by

• MULTINATIONALS AND GLOBAL CLIMATE CHANGE: ISSUES FOR THE AUTOMOTIVE AND OIL INDUSTRIES
• North American Business Strategies Towards Climate Change
• Constructing a Climate Change Logic: An Institutional Perspective on the “Tragedy of the Commons”
• Corporate Responses in an Emerging Climate Regime: The Institutionalization and Commensuration of Carbon Disclosure
• Global Versus Local CSR Strategies
• Global Climate Coalition [wikipedia]